1. Implementation of Lean at Rheem Manufacturing
Dr. Joan A. Burtner
Associate Professor and Chair
Department of Industrial Engineering and Industrial Management
Mercer University School of Engineering
Macon, GA

2. Chair, Dept of Ind. Egr/ Ind Mgt 2014
Introduction
Background on the Evolution of Lean Manufacturing
Overview to Lean Principles
Highlights of Implementation of Lean Practices at Rheem Manufacturing Co. in Milledgeville, GA
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

3. Evolution of Lean Manufacturing
Total Quality Management
Toyota Production System
Six Sigma Process Improvement
Theory of Constraints
Value Stream Mapping
Womack and Jones - Lean Thinking
Rother and Shook - Learning to See
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

4. Continuous Improvement Process (with a lean spin)
Clarify improvement needs (objectives)
Observe operation(s) through your own eyes
Identify problems based on observations
Resolve problems (kaizen)
New ideas become new standard operating procedure
Maintain new methods
Continuously repeat steps 1 through 6
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

5. Chair, Dept of Ind. Egr/ Ind Mgt 2014
Wasteful Practices
Waiting
Transportation
Overproduction
Processing
Inventory
Motion
Defective Products
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

6. 5S’s Modified from Besterfield
(SIMPLIFY or SORT)
SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT
(STRAIGHTEN)
STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM
(SCRUB or SHINE)
SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY
(STABILIZE or STANDARDIZE)
STABILIZE DEVELOP BEST PRACTICES AND STANDARD OPERATING PROCEDURES BASED ON WHAT WAS LEARNED FROM THE FIRST THREE S’S
(SUSTAIN)
SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING CORRECT 5S PROCEDURES
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

7. Lean Metrics (Quantitative)
Lead-times
Inventory
Inventory Turns
Work In Process
Workable Floor Space
Efficiency
Cycle Time
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

8. Building Blocks of a World Class Company
One – Piece Work Flow
Kanbans
Work Balancing
Cellular Layout
Quality Improvements
Poka Yoke
TPM
SMED
5’s
Visuals
Work Teams
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

9. Typical Improvement Projects
Time studies
Line Balances
Creating work cells
Housekeeping (5 S’s)
Visual Control
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

10. General Guidelines for Visual Control at Rheem
Work Stations Should Include:
Work instructions (S.O.P.’S)
Quality instructions
Safety reminders
Clearly marked part delivery locations
Tool boards (where needed)
Production boards (where needed)
Layouts
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

11. Implementation of Visual Control at Rheem
Spring and Summer 2003
Kaizen and 5 S All Assembly Lines
Created Zoned Housekeeping Layouts for All Major Production Areas
Designated Part Delivery and Storage Locations
Placed Production and Quality Status Boards
Began Drafting Standard Operating Procedures and Safety Reminders for All Work Stations
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

12. Kaizen of an Assembly Line 1
Before
After
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

13. Kaizen of an Assembly Line 2
Before
After
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

14. Using Work Teams at Rheem
Cross-functional work teams for solving problems
Composition of Work Teams
Upper management
Supervisors
Co-op Students
Engineers
Assembly Line Workers
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

15. CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK
Takt Time
Available Daily Work Time
Time Observation
Standard Work Flow Diagrams
Cellular Layout
Work Distribution Sheet
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

16. Chair, Dept of Ind. Egr/ Ind Mgt 2014
Time Observation
Observe a process or machine
Enter each task component onto a form
Note exceptions or non-repeating tasks
Calculate the average cycle time for each task
Add all average element times to find the cycle time of the total process
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

17. Standard Work Flow Diagram
Used to help identify the flow of the operation(s) you are observing
Used as a layout for developing an improved process
An excellent tool to use to develop standard work procedures
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

18. Chair, Dept of Ind. Egr/ Ind Mgt 2014
Cellular Layouts
The arrangement of manufacturing work cells to allow for a flowing process
With this concept, work can performed without the need for large inventory batches
The parts enter the beginning of the cell as raw materials and exit the cell as completed units
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

19. Chair, Dept of Ind. Egr/ Ind Mgt 2014
Acknowledgments
Rheem Manufacturing
Permission to use training materials
Permission to use photos
ISE and IDM Students
Permission to use student work
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt

20. Questions and Discussion
Contact Information
Dr. Joan Burtner
Dr. Joan Burtner
Chair, Dept of Ind. Egr/ Ind Mgt